2008年IBM全球CEO调查报告

第一篇：2008年IBM全球CEO调查报告

未来的企业有何特征？为了回答这个问题，我们对全球超过1000位CEO进行了访谈。我们将这些对话与IBM的统计数据和财务分析整合起来，向您展示有关企业未来的独特观点。

CEO们力争迅速调整自己企业的市场定位，以便能抓住所看到的发展机遇。通过与他们探讨计划和挑战，我们得出以下几条值得关注的结论：

大多数企业都受到变革冲击，许多企业为跟上变革而不断努力。80%的CEO都认为巨大的变革正在迫近，然而预期的变革与掌控变革的能力之间存在巨大的差距，这道鸿沟较2006年的上一次“全球CEO调查”扩大了近三倍。

客户的要求越来越高，但CEO们并不认为这是威胁，而是能够使企业独具特色的契机。CEO需要花费更多的精力来吸引并留住日益富足、见多识广而且具有很强社群意识的客户。

几乎所有的CEO都在调整企业的业务模式-2/3的CEO正在实施大规模的创新。超过40%的CEO正在改变企业运营模式，以提高其协作性。

许多CEO都在积极推动全球业务设计，深化改革业务能力并开展更广泛的合作。CEO们已不再局限于全球化的概念，各种规模的企业都在进行重新配置。

以便能抓住全球整合的商机。财务业绩出众的企业的举措更为大刀阔斧。这些企业提前实施了更多变革，而且掌控变革的能力也更强。这些企业的业务设计更为全球化，合作更为广泛，业务模式创新的形式也更为彻底。

www.xiexiebang.com【xiexiebang.com范文网】

第二篇：IBM-English——全球顶级CEO演讲词

Good evening!It is a great honor for me to share this stage with the Lord Mayor, chief executive of Hannover, with Mr.Yang, and in a few minutes with Chancellor Kohl.I have been looking forward to this evening for a long time, because I have known for many years how important CeBIT is to the global Information Technology industry.So before I go any further I want to thank you very much for inviting me to participate in this important forum.Now I have given a lot of thought as to what I would say to you this evening.On the one hand, I am here as a representative of the Information Technology industry on the event that is bigger by orders of magnitude than any other technology exhibit.That is quite a statement in a industry that is good at many things, especially celebrating its own creations.On the other hand, like most of you, I have spent most of my professional life as a customer of this industry.So I know that after the splash and promises comes the harsh light of morning and often the customer is left standing alone wondering what happened, or as the head of one of our most important German customers put it, “Yours is an industry that is very good at weddings and not so good at marriages.” So tonight, while I will talk about the power and potential of Information Technology, I hope the temper of my remarks with the perspective I had when I came to IBM five years ago, the perspective of a customer.Now it is certainly easy to see why raw technology dominates these events.It is adoptive;it is breathtaking;and it is penetrating every aspect of our lives.Today there are more PCs sold annually in the world than TVs or cars.The typical luxury automobile today has 20 to 30 microprocessors in it, more computing power by far than was inside the landing-craft that took the first astronauts to the moon.Last year there were five times more E-mail messages sent than the number of pieces of paper mail delivered worldwide, 2.7 trillion E-mails.And I got more than my share.There is another way to look at what is going on.In the mid-1970s, the first super computers appeared.They were capable of about 100 million calculations per second.And they cost about one million dollars.Today the laptop computer that college students carry in their bags, packs, is twice as fast as that first super computer, and it costs less than 3000 dollars.The trend in data storage is even more impressive.In the early 80s, the standard unit of computer storage, one mega-byte, or one million bytes of information, cost about 100 dollars.Today, it is 10 cents.In two years, it will cost 2 cents.These gains are driven by continuous advances in how we pack information into smaller and smaller spaces.If the US Library of Congress could shrink its collections of 17 million books by the same factor we just discussed, it could replace 800 kilometers of shelf space with less than 40 meters of space.These advances are going to continue and accelerate the rate microprocessors, storage, communications, memory, and all the other engines that are propelling this industry or continue to lead to the products of the faster, smaller, and less expensive, just as they have for 30 years.But as we stand here today, the opening of CeBIT, we are on the threshold of a very important change and the evolution of this industry.In many ways, this industry, a very emitory industry, is about to play out in its most important dimension.That is because the technology has become so powerful and so pervasive that its future impact on people and governments and all institutions will dwarf what has happened today.I believe there are two trends that are most significant here, and bare the closest watching.The first is what we call deep computing.The term is inspired by our chess-playing super computer Deep Blue, which I believe many of you know competed with the Grand Master Gary Kasparov last year.Deep Blue is an amazing machine, capable of 200 million moves per second.But speed, while essential, is not enough.After all, Deep Blue's predecessor was quite fast, but it loss to Gary Kasparov two years ago.The difference in second time around was an infusion of knowledge, human chess knowledge, thousands and thousands of chess moves, games and outcomes, captured as mathematical algorithms.This is what led Deep Blue to mimic the workings of the human mind, and race through millions of possible chess positions and extract the best one.And it worked rather well.But Deep Blue is emblematic of a whole class of emerging computer systems that combine ultra-fast processing with sophisticated analytical software.Today we are applying these systems to challenges that are far more vital than chess.Let me talk about two important application areas, starting with simulation.Simulation is about replacing physical things with digital things, recreating reality inside these powerful computer systems.In the farmer suitacle industry, the ability to simulate the interaction of chemicals, and do it in the computer rather than in test-tubes and Petri dishes, can speed up by years the discovery and testing of new farmer suitacle.Mercedes, BMW, Fiat, Volvo, SAAM all design cars today on computers, no physical markups, no models.And aviation does so, pioneer many of these techniques, and Boeing broke new ground when it designed the 777 airplane entirely on computers.It was a very bold move, and even some of Boeing's engineers had trepidations.I had trepidations because three month after I joined IBM I went out to Boeing to see my good friend Frank SCHURZ , who was the CEO.And Frank said to me, “Since this new airplane was built on your computers, maybe you should go on the first flight.” And I said, “It is my wife's birthday.” And he said, “I did not even tell you the date yet.Coward!” Computer simulation saves time, saves money, and it gives customers a competitive advantage, and it can do more than that.Recently the US department of energy asked IBM to build a gigantic super computer to simulate nuclear weapons so that they will never have to be exploded for test purposes, ever again.The second type of deep computing is what we call data mining--some people call it business intelligence, the ability to extract inside from mountains of information, and see relationships and trends that previously were not available or invisible.Banks are looking at spending patterns and other demographic data to see which customers are more profitable over the long haul.Health-care companies are analyzing millions of patient records to find hidden indicators of disease.These tools are also helping slash the staggering cost of insurance fraud in the health-care industry, which is a hundred-billion-dollar problem in the United States alone.Insurance companies can now spot every billion practices.One company in the United States has saved 38 million dollars, having invested only 400 thousand in this technology.In one instance they found a doctor, who was sending it a bill once a week for a procedure that particularnews, weathers, sports scores, online magazines called E-zines, and short consumer information.IBM has had a different view for some time.We believe the real potential of the network world is for conducting transactions of all kinds, between parties of all kinds, an effect that seems to be what is happening.Consider that across Europe Internet sales of about one billion dollars last year are projected to reach 30 billion dollars by the year 2001.One study says that the worldwide Internet commerce activity will double, double in the next six month alone.And most of that is business to business transactions.We see the total market for Internet commerce hitting 200 billion dollars by the end of the century.And that is a conservative forecast.It is not just about buying and selling.About a year ago IBM coined the term E-business to describe all the ways that people will derive value from the Net.Transactions among employees within the business to prove how products are developed, how ideas are shared, how teams are formed, how work gets done.Transaction between a business and its suppliers, its distributors, its retailers, to increase cycle times, speed and efficiency.And the very important transactions and interactions between governments and citizens, educators and students, health-care providers and patients.It is a very exciting stuff.And the greatest changes and challenges are not in the technology.In fact, connecting to the Net is relatively easy.The big challenges are in the fundamental transformation of the way things get done in the world.That is because networks are great levelers.They dissolve barriers to entry the neutralized traditional assets like physical stores and branches.Networks dissolved the boundaries within and between companies, countries, continents and time-zones.It is not hyperbole to say that the network is quickly emerging as the largest, most dynamic, restless, sleepless marketplace of good services and ideas the world has ever seen.And naturally this comes with very profound applications.For one thing, they are all ready, time-honored processes that govern the way things work in the world, the way we buy and sell, the way we distribute things, the way we teach, and the way we interact with each other.That I will tell you that nearly every one of those conventions is being challenged by the network world.Let me cite a few examples drawing on what we and IBM have learned from helping thousands of customers in the last year come to the Net.New competitors can come out of nowhere, overnight, and not just from within your industry.One of the most contentious, fast moving, and bare knocle battles waged today is, believe it or not, in book selling.The leader in this online race is “amazon.com”.If you have not heard of them, do not feel bad.Three years ago, nobody heard of them.They did not exist.Their customers do not aware they exist physically, and they do not care.Amazon.com exists only in cyberspace.But with 2.5 million titles, it is nearly 15 times larger than the world's largest physical bookstore.It is open 24 hours a day, every day of the year.And they recently serve their one million of customer in Japan, one of 160 countries in which amazon ships books.Until recently they had the market to themselves.Now the traditional book sellers like Barns&Noble in the US, and medium firms like Burtlesman in Europe are jumping in.Can virtual companies like “amazon.com” battle against and beat these entrenched brands? Stay tuned.We do not know yet.The same kind of transformation is happening in retail banking, in car sales, in music entertainment, in insurance.And it is not just limited to the commercial world.Public sector institutions are being buffeted by the same powerful forces.In higher education, there is a university in Canada, Atherbasca University, that delivers 100 percent of its courses by what is called distant learning.No students on campus, no campus.All instruction is delivered online.And they have captured nearly 30 percent of all MBA students in Canada.Governments are using networks to transform every thing, from the way they buy goods and services, to the delivery of services to citizens.Singapore is putting 10 thousand suppliers online, reducing costs and increasing efficiency, and by the way is compared with the advantage in Asia.When the government of Verlancia in southern France, starts wiring entire villages, allowing citizens to conduct online transactions with local businesses, schedule a doctor's appointment, get information from their kids' school--you know something interesting is starting to happen.And believe me in America, when in certain stage you can register your car on the Internet and not have to go a way in line.I can assure you something important is happening.Trust me on this one.Now all of us must realize this is not a spectator's sport, when I was just sitting here watching “amazon.com”.Every institution and every entity must grab with this issue at the highest level as management.S&Base, Cacherdeck is one of the largest department stores in Europe.But they are making their first foreway into online sales.That is not an easy decision for an enterprise with huge investments and retail space, not to mention their economic model, their coop culture, rooted and traditional retail sales.Who made the decision for Cacherdeck to jump into online sales? I can assure you it was not their Web master.Increasingly, CEOs of companies, university presidents, government officials are stepping up to these issues.They are testing pilot sites, they are setting strategy, and they are answering questions like “How will this network world affect my organization?” “How are we threatened?” but more importantly, “How can I leverage this new medium for competitive advantage?” The toughest, most jocular decisions that need to be made are which browser or which server their core management and policy issues.This only escalates all these issues, only escalates as the network world marches on.We have already talked about the first milestone that is the Net connecting, say a billion people to perhaps a million E-businesses.The next milestone is what we and IBM call pervasive computing.Fifty years ago where did you find electric motors? Big factories, power plants, and they were big and expensive.Today you might find a hundred electric motors in the typical homecars, appliances, tools, doorknobs, clothes.Most significantly all of these tiny intelligent devices will be interwoven in the fabric of the computing and communications network.And what will this mean for consumers and enterprises? A quick example, think about driving down the autobahn.Your intelligent car develops an engine problem.But instead of flashing you a warning light, it sends a message directly to the manufacturer over a wireless connection to the Net.The manufacturer systems diagnose the problem, and they transmit a fix back to the electronic complex in your car.In fact, that electronic fix is transmitted to all models of that car anywhere in the world without having to notify the owners.And that is good for the driver, so also better for the car maker.Instant performance information captured and sent immediately into product development and manufacturing, continuous feedback loop, continuous improvement, resulting in better cars, good for the consumer and competitive advantage for the businesses to get there first.How can any company with tens of millions of vending machines scattered all around the world know at any point what is selling, what is not selling, how much of an item is left, or when to send a rood driver to empty the coin box.A little chip in each machine could check and report on all of those items with ease, and even better.Why could not that machine include a thermal stack that told it, it is freezing today, drop the price by 10 pfennigs.It is 35 degrees, raise the price by 15 pfennigs.Soon we will see this hyper standard network world made up of a trillion interconnected intersecting devices.And this will intersect with the data capability I spoke of early--pervasive computing meets deep computing.Companies and institutions will amass more data, more information than ever in history.And for the first time they will be able to do something productive with the turn raw data into knowledge and move that knowledge to the right people instantaneously.Personally I believe that future leadership companies and by the way future leadership institutions of all kinds will be those who know how to compete and win on the basis of knowledge--learning, adapting and improving the vital asset we know as information.Now I have covered a lot of ground here very quickly.I want to show you a brief video that illustrates some of these ideas that I have talked about.(VIDEO)

The brilliant computer technology, which has enabled this biggest explosion in the last 20 years, is that they are getting increasingly more powerful without getting more expensive.Make a chip run over one giga-hertz was someone like breaking the sound barrier on land.We really found that we can work at it.There is anything that you cannot build.And we have solved the problem and now we are continue to increase frequency for the next 10 years.Our ability to manipulate information and our ability to do video and multimedia are critically dependent upon having larger and larger storage devices.Recently we demonstrate a laboratory world recogdencive 11.6 billion bits per square inch for a hard disk drive.We want to be having a continued advance at storage capabilities when the physical limitations prevent us from extending current devices.That is why we are investigating using hologramed information, even manipulating individual items.In the information age, up till now, the oriental culture has a disadvantage, because of the difficulty in input.To do Chinese speech recognition, we need to improve recognition algorithm.Also we need fast computers.Now both conditions are there.I am painfully slow in typing.It takes so long to master the skill of typing Chinese.“我带来我公司的最新产品。请在明天上午召开联席会议讨论销售合作的问题。”

Only in the last few years have computers become powerful enough to do on-the-fly translation of languages.You will be able to go into the World Wide Web, go to any site, anywhere in the world, and whatever language that particular site is written, and quickly browse and understand that information in your native language.It is about the same amount of time it takes for you to receive the Web page over the network.We intersect in the server.We do the translation, and we present the new page back to you.International travel is growing at between 7 and 10 percent a year.And we see the pressure is on world control authorities, and the hastle on passengers continue into grow.We try to create fast...so it appears very much like an Automatic Teller Machine.A traveler we take a credit card and put it in the kiosk, place their hand on the biometric reader, and those two things in a real time are compared with information that has been stored in a database when they enroll, and then this is what is in it.How can I make computers more fun to use, easier to use, more like interacting with humans? We have given the computer the ability to see us, and sense where we are.And now we are trying to give it ability to understand what we are trying to say.In fact, all I need to do is to talk to it and move my hands.So for example, now I am moving this object around, just by moving my hand.“Leave it there.” The computer hears me and does what I ask.Some of the really hard problems are their power, a lot of computing power.That is the deep computing.What we have learned in Deep Blue is that not only you need fast computers, deep computing power, but you need to capture human experts knowledge, and express that in terms of algorithms.The more power you have, the smarter things you can do.And that is what is starting to happen now because the computers have enough processing power to solve some really interesting and difficult problems.With such a computer you can actually simulate the physical process of what happened in the physical world.I think we will tell our kids 10 years...now, "You may not believe it, but computers used to be things that set of big boxes on top of desks.And look at...As things get smaller, faster and smarter, we are about to forget about the computer inside devices, focus on the function of the device.Computers will be everywhere, performing everyday tasks for people.We will not think them as computers any more.(END OF VIDEO)

Now I started out this evening saying I hope to represent the voice of the customer.And as we project the benefit of this network world, the hundreds of millions of people may be even a billion.It is clear that the Information Technology industry has a lot of work to do.We have got to make this technology easier to use, and more natural.And that video you saw some of the things we and others are doing and working on ease of use today.We have got our rich agreement on standards, standards for communications, for security, for software development.And I am asking you as customers to keep the heat on this industry.The demand that we deliver open standards, everybody's software running on everybody's hardware over everybody's network.There is another set of issues that extend beyond the Information Technology industryit has to be global, agreements to these critical policy issues are going to take this issue of cooperation to a new level.We are going to have to have a global public policy.First, people must have inexpensive access to the telecommunication services they need to participate, meaning governments have to encourage competition, and end monopoly structures.And the news from Europe is very encouraging recently here.It is also clear that the discriminatory tax policies can stifle this very nascent, early forming economic engine.We have to insure that electronic business is taxed the same way as the physical business world, no more, no less.And the OECD has taken on this work, and we hardly support their efforts.We also support the move to keep the Internet a tariff free zone.This will be a big fight, but that is one we have to win together.Next, security.The domains of customers for strong encryption, and governments legitimate concerns about their ability to provide public safety and enforced laws do not have to be neutrally exclusive.IBM is working with the US government, with the European Union, and governments around the world to support an unrestricted market for encryption products that can inter-operate globally.We are not anywhere near for along on this we need to be, but I am confident we will get there.We have to get there, there is too much of stake.Finally, privacy.How can we continue to strike the balance, the right balance between respect for the individuals privacy and the benefits on the other hand of information flow in a connected world.The solution here must start with the private sector, not government.And a reinformation of a few proven principles by all businesses that consumers get fare notice about information that is used, that is theirs, and the opportunity control, and confirm its use.And a number of companies are moving in this direction.IBM has recently adopted a global privacy policy for managing information online and it is posted on all of our web sites around the world.With global agreement and cooperation and understanding, the Information Technology industry, government and our customers will go forward.I believe and insure that this global market place grows boldly, safely, and delivers on a real promise.That is important to every one.As we look ahead to the next millennium, I do not think there is any question any longer about the profound power of this technology.In an incredibly short span of time, it is developed to the point where it can, we can talk about it in the same context as any of the other great technologies had transformed our world.We are watching, we are participating in the emergence of something much bigger than the new computing model, much different than just a new channel for human interaction.Information Technology, and specifically network technology, represents the most powerful tool we have ever had for change.It is a new engine for economic growth, a new medium that will redefine the nature of relationships among governments and institutions and businesses of all kinds, and the people they serve now, and they might serve tomorrow.This powerful tool is here for all of us today.Each of us will have to decide how will it exploited, and how soon.But in any case, the nations, the government agencies, the public sector and commercial institutions, that do theirs most effectively will create enormous competitive advantage into the 21 century.Thank you very much, and I hope you have the most successful CeBIT ever.

第三篇：2012全球女性CEO的七大特征

2012全球女性CEO的7大特征

在男人占据多数的商业世界中脱颖而出，女性CEO开始越来越多的崭露头角。500强企业中的女性CEO为12位，据CTPartners的研究显示，今年全球女性CEO的人数增长不多，但在其所领导的公司中，女性CEO的权力开始日渐加大。女性CEO增速缓慢，所在公司排位提前

目前，世界一流的公司中只有2.6%由女性CEO领导。2005年，领导500强企业的女性CEO只有6位(1.2%)，2012年人数增至12位。虽然人数增加了近一倍，但7年以来平均每年增加的女性CEO不足一人。

可喜的是，2005年，女性领导的的公司排名超过300。现在女性却开始领导一些较大、具影响力的企业。比如，Margaret Whitman领导全球十大企业之一惠普；IBM的Virginia Rometty领导全球排名第19的企业；其他女性CEO领导排名第28、第41、第46等等的公司。今年，只有一位女性领导排名超过300的公司，她就是全球最大的多元化矿业和自然资源集团之一英美资源集团的前CEO Cynthia Carroll。

掌握500强企业2.4%的收入

这12位女性CEO掌握亚洲、欧洲和美国世界500强企业总收入的2.4%，现在总共控制6,800亿美元的收入，而2005年的女性CEO只控制1,020亿美元的收入。但是，2012年的数额依然只是德国总理默克尔所掌管经济资源的20%。

女性CEO的生涯始于50岁

除了帝国烟草公司的Alison Cooper 40多岁外，研究中的所有女性CEO都超过50岁，没有超过60岁的。

美国公司领先

美国公司在让女性担任高职方面取得最大的进展，2005年只有三位女性CEO，增加到现在有九位世界500强企业的女性CEO，7年间增至三倍。与亚洲和欧洲的女性CEO比较，美国的女性CEO所领导的公司规模也较大，收入总共达5,800亿美元。

亚洲公司的影响力壮大，但却未能提拔女性CEO

比较起来，世界500强企业中的亚洲公司超越了美国公司，总体上产生更多收入（9,526万亿美元，美国公司8,405万亿美元），数目由2005年的127家增加到现在的179家。

但是，亚洲女性CEO人数没有同步上升，实际上反而下降了。2005年来自中国上海宝钢和日本大荣的两位亚洲女性CEO，到2012年已离职，新上榜的亚洲女性CEO是领导西太平洋银行的澳洲女性Gail Kelly。

女性CEO所在最多的行业

似乎最愿意聘用女性CEO的是消费品公司和科技公司。雅虎的新任CEO Marissa Mayer和谷歌的首席运营官Sheryl Sandberg今年出现在很多新闻头条，但龙头科技企业由女性领导其实也不是什么新鲜事，惠普、IBM甚至施乐都是由女性领导的。消费品公司百事公司、卡夫食品和TJX也各有一位女性CEO。

施乐：7年都由女性担任CEO

比较2005年到2012年的女性CEO，施乐是现在唯一一家一直由女性担任CEO的公司。2005年的所有其他女性CEO都没有再领导今年的世界500强企业。

大型企业无疑将慢慢地接受抱有雄心壮志的女性担任高职，但是，要让更多女性在公司中晋升到最高层职位，还需要协力培养和留住人才的多方面配合。CTPartners的执行合伙人叶慧敏表示︰“全球女性管理人才必须为事业作出必要的牺牲，承担必要的风险，并发现她们更需要保持明确目标，否则有机会偏离自己理想的事业方向。”

一览设计英才网（）

第四篇：2006年全球薪酬调查报告

2006年全球薪酬调查

根据美世人力资源咨询公司(Mercer Human Resource Consulting)的调查，预计明年全球的薪酬涨幅将高于2005年。全球平均薪酬将高出通货膨胀率2.4个百分点，而今年为1.9个百分点。就欧盟(European Union, EU)而言，平均薪酬将高出通货膨胀率2个百分点。

在被调查的国家中，包括美国和英国在内69%的国家，薪酬将高出通货膨胀率1至3.5个百分点。研究还发现，少数国家的薪酬涨幅将超过全球平均水平的一倍以上。预计薪酬涨幅最大的国家为印度，埃及和立陶宛，其薪酬涨幅将分别较通货膨胀率高出7.3%、7.1% 和

5.5%。

美世公司人力资本顾问服务全球主管格雷格?科尼什表示：“我们看到过去几年来全球经济一直在强劲增长，所有的迹象都表明，这种势头还将在2006年持续下去。鉴于经济的强劲增长，和通货膨胀水平的进一步稳定，我们预计明年实际薪酬的涨幅将高于今年。”

美世2006年全球薪酬规划报告(Mercer’s 2006 Global Compensation Planning Report)调查了全球大约70个国家的就业、经济和薪酬趋势。有关预期薪酬的数据来源于对跨国公司的一项调查，有关通货膨胀的数据主要源于国际货币基金组织(International Monetary Fund, IMF)和经济合作与发展组织(Organisation for Economic Co-operation and Development)。该报告显示全球的薪酬和通货膨胀趋势存在明显的差异。

欧洲

这项调查涉及欧洲31个国家，其中包括欧盟的24个国家。调查结果显示，西欧各国的薪酬水平可能保持稳定，而东欧国家受经济增长速度较快的影响，其薪酬水平将有所上升。在西欧各国中，预计平均薪酬涨幅最高的国家仍将是希腊，这是希腊连续第三年占据这个位置，其员工薪酬的涨幅可望达到4.9%左右。预计希腊的通货膨胀率为3%。爱尔兰、西班牙和意大利工人的薪酬也有望出现显著增长，涨幅分别可达4.2%、4%和3.8%，而通货膨胀率预计分别为2.4%、3.2%和1.8%。英国员工的薪酬有望增长3.5%，通货膨胀率为2%.。预计薪酬涨幅最低的国家为德国，其薪酬涨幅为2.1%，通货膨胀率预计在1%左右。

东欧各国的薪酬涨幅可能是全球最高的水平，预计立陶宛的薪酬涨幅为8.5%，位于全球排行榜的第十一位，其通货膨胀率为3%。预计明年拉脱维亚和爱沙尼亚的薪酬水平也将出现大幅增长，涨幅分别可达8.3%和7.5%，通货膨胀有可能在 5.3%和2.5%。另一方面，波兰工人的薪酬状况将更为糟糕，薪酬涨幅预计仅为3.1%，而通货膨胀率将达到2.6%。

“虽然许多东欧国家自加入欧盟以来都经历过高工资通货膨胀，但它们的劳动力成本仍然极具竞争力，” 科尼什先生评论道。“跨国企业仍然在东欧寻找机会，希望以较西欧低得多的成本开展业务。”

北美地区

近年来，美国经济的持续增长已经对全球各国产生了影响。不过，在美国，这种经济增长不一定已经转化为工资的通货膨胀。

“尽管美国经济大幅增长，但许多公司对加薪的态度仍持谨慎态度，公司将继续采用支付浮动薪酬如奖金的方式来保留员工，尽管他们不得不支付更高的基本工资。”美世公司人力资本业务总裁鲁宾?费拉科恩(Robin Ferracone)说。

预计美国和加拿大的薪酬涨幅将达到3.6%。不过，加拿大员工的境遇要比美国员工好一些，因为加拿大的通货膨胀率预计为1.9%，而美国的通货膨胀率预计为2.6%。在墨西哥，薪酬涨幅有可能达到5%，通货膨胀率将达到3.9%。

中美洲/南美洲

总体来说，预计中美洲和南美洲的薪酬增长水平将相当高，但这些涨幅当中的绝大部分有可能被居高不下的通货膨胀率所抵消。例如，调查发现，尼加拉瓜的工人薪酬实际上将出现零增长，因为薪酬涨幅和通货膨胀率均为6.8%。

阿根廷员工的薪酬涨幅预计将达到10.5%，而危地马拉和洪都拉斯员工的薪酬涨幅有可能达到10%。这三个国家的通货膨胀率预计分别为8.6%、5.7%和5.9%。巴西的薪酬涨幅预计为

7.5%，而通货膨胀率预计为4.6%。

薪酬涨幅最低的国家预计为巴拿马，其薪酬涨幅为3.8%，而通货膨胀率预计为1.8%。亚太地区

预计亚太各国的薪酬涨幅差异很大。例如，由于经济增长受美国投资的推动，印度和中国员工的薪酬涨幅预计可分别达到11.3%和7.8%左右。而这些国家的通货膨胀率预计处于相对较低的水平，分别为4%和3%。

相反，新加坡员工的薪酬涨幅可能达到3.8%，通货膨胀率达到1.5%，而香港员工的薪酬涨幅可望达到3.2%，通货膨胀率为1.1%。

“在印度和中国招聘具备专业技能员工的企业必须提供具有竞争力的薪酬水平，因为专业人员的数量较为有限，” 科尼什先生评论说。

在澳大利亚和新西兰，预计其薪酬涨幅将与近年来的趋势保持一致，分别达到4.2%和

3.8%。预计两国的通货膨胀率均为2.8%，这表明两国实际薪酬的年涨幅相对较低。

“虽然2006 年的经济前景相当乐观，但石油价格、外汇汇率和消费者信心的波动都可能影响公司明年的加薪预算，”科尼什先生说。

2006年预期年薪涨幅和通货膨胀率-按预期薪酬涨幅高出通货膨胀率(%)的水平排名 前5名的国家和地区

国家和地区2006年平均预期薪酬涨幅2006年预期通货膨胀率预期薪酬涨幅高出通货膨胀率的百分比

印度11.347.3

埃及124.97.1

立陶宛8.535.5

爱沙尼亚7.52.55

保加利亚8.43.54.9

后5名的国家和地区

国家和地区2006年平均预期薪酬涨幅2006年预期通货膨胀率预期薪酬涨幅高出通货膨胀率的百分比

以色列2.51.80.7

波兰3.12.60.5

土耳其6.36.10.2

尼加拉瓜6.86.80

马耳他1.71.9-0.2

第五篇：全球化妆品市场调查报告

全球化妆品市场调查报告

一.化妆品行业整体趋势

全球化妆品行业的零售额达253亿美元，而且持续5年强劲而稳定的增长趋势，尤其从1997-2000年，以每年11.7%的增长率递增。另一方面，据分析家预测，虽然化妆品行业近几年来销售业绩节节上升，但就整个行业来讲缺乏革新的观念，因此无论是生产者还是销售者都面临不能满足消费者日益提高的消费品位的危机。

虽然近5年来化妆品行业不断涌现新品，但大多数只是在原有产品的基础上加入护肤的成分而不是在配方上有所突破，因此，在全球化妆品市场日益成熟的今天，生产商和销售商也面临着越来越大的挑战。各式各样女性美容时尚杂志及广告也成为推动化妆品行业革新的一个重要因妆品牌争先恐后推出其新品牌，其中脸部化妆品表现最为出众，占全球销售市场35%的份额，比较著名的品牌有露华浓的Skin lights和Shin-brightening系列，LVMH旗下的纪梵希也准备推出两到三款星级产品以巩固其在行业中的地位。

口红又是整个脸部化妆品中占有率最大的一部分，达30%，市场投资力度的加大以及各品牌相继推出的各式口红是市场蓬勃发展的重要因素。为了提升销售业绩，许多生产商还选定了中老年消费群，推出抗衰老口红，取得了相当不错的反响。使用及携带方便是另一个重要的市场因素，许多二合一及三合一的化妆品是近5年来市场的热卖品，表现出众的有妮维雅含维他命E及芦荟的三合一彩妆品。一些外形小巧的化妆品迎合了年轻消费者的口味，成为化妆品市场的又一类畅销品。如2000年和2001年，化妆品厂商们把目标集中在20岁以下和20-25岁的年轻顾客。

2001年是化妆品市场的丰收年，一些加入了植物萃取精华及清爽配方的化妆品无论在大众还是高档品牌市场都大受欢迎。同一产品在不同的地方购买，价格也会有所不同，在美国药店出售的价格为40.72美元的化妆品在百货公司可能只需要29.05美元，因此人们更愿意去百货公司购买化妆品。分析家们同时还指出另外一个影响化妆品市场的因素：广告宣传中的产品意识不够强。随意翻开一本化妆品杂志，除去产品名称及广告宣传标语，都是千篇一律的美女，再加之现在的化妆品所含原料成分均是大同小异。因此消费者很难从中找出产品差异，选出适合自己的产品。谈到产品原料，全球香精香料的供应已从原来的50%缩减到20%，因为不含香精成分的化妆品已越来越受到消费者的喜爱，而一些生产能力薄弱的小化妆品生产企业也在这残酷的竞争中被淘汰了。

二.错综复杂的美国化妆品市场错综复杂的美国化妆品市场

2001年对美国彩妆市场而言可谓是危机四伏，除唇部及眼部彩妆品的销售额上升了

3.7%，(其中口红上升6.8%，眼部产品上升1%)，其余彩妆品皆呈下滑状态，指甲用产品表现平平，截止去年12月30日，脸部彩妆品已连续52周下滑，跌幅达3.3%。

据Information Resources调查公司资料显示，美宝莲仍保持了其眼部彩妆品全美销量第一的位置，其中Expert Eyes是其最畅销产品，市场占有率达8.6%，但就眼部彩妆品整体而言，美宝莲仍有1.2%的跌幅。这与宝洁公司Cover girl的情形非常相似，虽然其脸部彩妆品整体下滑3.4%，但它仍是该领域内销售业绩突出的品牌，市场份额达8.2%。

由于美国经济疲软的影响，许多彩妆品消费者开始转向在价格较为低廉的大众市场购买，虽然目前仍没有准确的数据，但这种迹象越来越明显，大众市场的彩妆品销售商成为了最大的受益者。然而，并非所有的大众市场销售商都受益平均，ICN(International Cosmetic News)杂志对目前美国市场最畅销的四种产品作了一次价格调查，分别在Rite Aid药房和Wal-Mart百货公司，调查结果显示，Wal-Mart百货公司仍是购买这几类彩妆品的上佳选择。另外，目前有许多彩妆品的大众市场价格与百货公司价格已相差无几，倩碧表现尤为明显。但百货公司的专柜会为消费者提供美容咨询、皮肤测试以及不定期赠送产品小样，这

些都是大众产品市场无法比拟的，因此，百货公司的化妆品专柜仍是美国人的首选。针对这一现象，大众市场化妆品商家们绞尽脑汁开拓新路，他们陆续推出一些低价位的新品来吸引顾客，并把某些做得较好的品牌改为连锁经营的形式，如Duane Reade就在纽约设立了200个药店连锁。然而，宝洁公司彩妆部副总监Marc Pritchard指出，销售商们不能忽视大品牌的市场效应，8年前畅销的6大品牌依然是今天市场的主角，这说明消费者在购买产品时对知名品牌的认可以及这些生产企业持续多年来的努力。同时，这些较大的知名品牌也占据了相当大份额的市场，对整个化妆品市场起着举足轻重的影响。如前段时间原可口可乐公司行政总裁杰克入主露华浓，虽然很多行业人士对这一举动表示不太乐观，但他们仍希望杰克能扭转露华浓的劣势，因为这也同样意味着扭转整个化妆品业的劣势。彩妆品与香水的比例已从原有的5：5到如今的4：1，可见化妆品在整个行业中占据的重要位置。

三.创立化妆品行业的个性化品牌

一个化妆品牌要想成功，就得为顾客提供不一样的独特感觉，它包括从产品销售的模式、外包装以及与之相关的各类广告宣传和促销活动，只有对产品进行全方位的革新与创造才能在众多的化妆品牌中独树一帜。而倩碧就是其中的佼佼者，它在保持自己原有优势的前提下，不断地出新招，显示独特的个性，因此，无论从广告、商场的专柜，还是其它销售场所，倩碧总给人一种耳目一新的感觉。而很多化妆品生产企业在推陈出新的同时却忽略了最重要的一点，即赋予产品与众不同的生命力。只有拥有个性的化妆品牌才能借助包装与广告来扩大自己的影响力。纪梵希英国市场总监David说，以口红为例，这是彩妆中不可缺少的一部分，每年也有不少新的品牌出现在市场，然而真正畅销的也就那么一两个品牌，很简单的道理，那些千篇一律没有个性的品牌被逐渐淘汰了。如今的消费者对化妆品的喜爱在不停的变化，她们关心的是每天有什么新品问世?新产品能带给她们什么样的惊喜?以纪梵希为例，公司每季都会推出一两款彩妆必备品，以满足爱美人士的需求，同时也让消费者期待着下一季的新品上市，让顾客心里永远都记着这个品牌。另外，随着新品的问世附上介绍正确化妆及选择色彩的小宣传册，也能吸引住不少爱新奇的顾客，尤其是年轻消费者。露华浓的Skin lights系列也依靠这一点取得了非凡的销售业绩。另外，产品的外观设计与包装也是不可忽视的一点，因为人们在选择色彩与质地的同时也会考虑到产品的包装问题，这并不需要太高的技术水平，只要赏心悦目，让消费者觉得好看就行。比较成功的范例有克利斯汀·迪奥的Addict口红。

总结

通过我们对市场的全面分析和深入了解,已经对化妆品进行了正确的市场定位,找准了正确的策略,为产品推广打下了基础,相信通过一些活动,化妆品一定会取得伟大的成功,在将来的市场竞争中取得优势.